‹ Back to All Blog Posts

Manufacturing Desired State Assessment | Free Download

Rolling out Corporate Led Initiatives as One-Size-Fits-All — I’m Sorry, What Did You Say? I said:  It’s Different Out Here – Can Anybody Hear Me?

Making successful change in larger, complex organizations requires an understanding of their different environments. Too often, enterprise-led changes are designed from the enterprise view of the overall organization only, using what the team believes is a high quality solution that they’ve benchmarked from another organization or gleaned from a few well-chosen team members viewed as representing the “rest of the organization.”

In addition, change management plans typically focus on understanding the changes that need to be made – given the current state – to achieve the Desired States.

The manufacturing landscape includes facilities that have evolved over time to their current state to meet on-going challenges, strategy and customer requirements.  These evolutions are influenced by a number of factors including labor unions, economic conditions, employment landscape, cost and local leadership personality.  In fact, many aspects of the current state are not going to change as they are essential to success.  As a result, trying to implement Desired States that are not achievable in all facilities leads to change failure and frustration for both the project team trying to implement the changes and the employees within each facility.

Although the Desired States in manufacturing environments have common elements, I’ve experienced significant differences and intricacies in them that may be necessary for them to be successful.  Not taking the time to understand the organizational system in each facility and introducing a one-size-fits-all Desired State often negatively impact the credibility of the team and corporate office in general.

It’s not uncommon for well-meaning employees who have been asked to manage change to have a one- size-fits-all perspective on what success looks like.  This view typically focuses on the things that the individual or team can control.  Unfortunately, it’s only when the resulting plans are beginning to be executed that the realization sets in that the “solution” won’t work in different environments.  The obstacles and barriers that seem to surface include things like:

  • Organizational structures are different
  • Leader and manager competence is not consistent across the organization
  • Related processes and work practices differ from facility to facility
  • The maturity levels of process definition and compliance vary
  • Customer requirements are different from facility to facility
  • Local policies, laws, union agreements

Skilled change agents take the time to understand the environments that the Desired State needs to be achieved within.  They drive thinking and conversation to discover how the required organization system will support or reject the Desired State.  When there are multiple environments with very visible, different characteristics, it’s entirely possible that a view of a Desired State needs to be created for each environment.  The decision around whether multiple desired states are needed begins with a thorough current state assessment.


Download our Manufacturing Desired State Assessment Facility Checklist by clicking here to access more questions to consider that will increase the likelihood for successful implementation and sustainability of a change.
Deborah Morrison

Deborah has applied the Managed Change™ Methodology for more than 15 years prior to joining LaMarsh Global in 2013 as Director of Consulting Services. Before, she served as a Senior Organization Effectiveness Consultant at Cargill, managed the Training, Change Management and Organizational Development functions at Harley-Davidson, and worked in Launch Planning and Training at Ford. Connect with Deborah on LinkedIn here.

Comments

Leave a Reply